The Enterprise Middle-Level Managers' Performance Evaluation under Uncertain Information

As the important content of excellent quality nursing service, the performance appraisal of nursing staff was closely interrelated to their income distribution, professional title promotion and excellence choosing. Performance appraisal was the requisite part of nursing resource management. This study gave an overview about conception and development of nursing staff's performance appraisal and summarize key performance indicator, balanced score card, SMART principle and 360 degrees performance appraisal, which was mainly used in domestic hospital. It suggested nursing manager should have complementary advantages of them and utilize foreign mature methods to explore and improve our countries performance appraisal of nursing staff and formulate the system which was in keeping with China's national conditions. Key words: Nurses; Human resource; Nursing management; Performance appraisal

Objective Based on the theory of the Balanced Score Card framework and using Delphi method and analytic hierarchy process to construct the clinical nursing staff performance appraisal index evaluation system and provide reference for clinical nursing staff post management. Methods According to the theory of Balanced Score Card, constructed the preliminary establishment of index system for performance evaluation of clinical nursing. Used Delphi method to interview 26 nursing experts to select clinical nursing performance evaluation indicator. In the end, applied hierarchical analysis to determine index weight at all levels. Results Conducted two rounds of expert consultation; distributed 2 rounds of questionnaires by 27 and 26; recycled by 26 and 25; the recycling rate was 96.3% and 99.1%. It showed that the active coefficient of experts was higher. The degree of experts′ authority was 0.89, which meaned the higher authority. Through two rounds of expert consultation, the Kendall coordination coefficient was 0.199-0.388. The significant test indicated that it was statistically significant (P < 0.05), which meaned the experts tend to agree. After two rounds of expert consultation, the final clinical nursing staff performance appraisal indicators included 4 first-class indexes, 10 secondary indexes, 24 third-class indexes. Each index weight was determined by the analytic hierarchy process. In primary index, the internal process, learning and growth, performance indicators and the weight of customer satisfaction were 0.3, 0.3, 0.3 and 0.1 respectively. In secondary index weight, the top three were the work′s quality, post, and quantity. In the third class index weight, the top three were undertaking clinical work, annual nurse competence grading and the person-time of critical patients′ management or surgical patient management. Conclusions Based on Delphi method and analytic hierarchy process to determine the clinical nursing staff performance appraisal evaluation index, whic can provide theoretical basis for clinical nursing staff post management. Key words: Performance appraisal; Analytic hierarchy process; Balanced Score Card; Nursing management

This research was conducted at PT XYZ, a national construction company that offers design and construction services. The condition of PT XYZ is still weak in terms of company’s performance such as inefficient management, limited fund, technological limitations, tools, methods, and low quality human resources. Therefore, it is necessary to select a management system that can help the company to maintain product quality and improve company’s performance. This paper identifies management system decision that may assist company to maintain product quality and increase company’s performance for example Total Quality Management (TQM). TQM consist of six dimensions of leadership, strategic planning, customer focus, use of information and analysis, human resource management, and process management. The methods of data collection were conducted through interview and questionnaires. The samples used in this research are 185 employees, however valid usable data submitted were 176 data. The analysis uses multiple regression method on Statistical Package Social Science (SPSS) software as its single processing tool. The results show that leadership, customer focus, human resource management, and process management were significantly influence company’s performance, but strategic planning and usage of information and analysis were not significantly influence company’s performance.

By using the diagnosis related groups(DRGs) method, we analyze and compare the rationality and feasibility of outcomes and human resources distribution of clinical specialties and health care professionals. It may increase the hospital management levels and feasibility. The introduction of DRGs for the majority of hospital management may enhance the performance evaluation and human resource levels in the hospitals. Key words: DRGs; Hospital management; Performance evaluation; Human resources

This study examined the Impact of Human Resource Management (HRM) Practice to the Tuyen Quang Hydro Power Company's Performance (Tuyen Quang HPC) in Vietnam. In this study, the HRM practices include employee recruitment, employee training, and incentive compensation. The findings of the study are as follows: (1) The HRM practices including recruitment, employee training, and incentive compensation are applied fairly good in Tuyen Quang HPC, (2) These HRM practices affect significantly Tuyen Quang HPC's performance. The most significant influence factor is incentive compensation variable.

The purpose of this study is to find out how the cross-strait employees in Taiwan and Mainland China affect human resource management on organizational commitment and organizational citizenship behavior. A questionnaire was adopted and randomly distributed to Taiwanese and Mainland China employees of a Taiwan paper company. There were 348 questionnaires returned and analyzed by regression analyses, the major findings are as follows: the results of cross-strait employees' comparisons on value commitment, retention commitment, and organizational public welfare are significant: age will significantly influence the organizational commitment, and selection and retention have significance for the value commitment and the retention commitment, the factor of cross-strait employees has a positive moderating effect on the relationship between retention and organizational public welfare, and a negative effect on the relationship between staffing and organizational public welfare. The cross-strait employees between human resource management and interpersonal altruism have a negative moderating influence in staffing, and with the positive moderating influence in selection; others have no influence. In addition, the cross-strait employees between human resource management and value commitment have a positive moderating influence in retention and with negative influence in education. As the findings itself, it is important to note that our results showed when human resource manager devise the human resource policy in cross-strait company, these different employees' characteristics should be considered.

This thesis examines the performance appraisal for ethnic minority employees through their lived experiences in UK organisations. A theoretical framework of the soft model of HRM and the four goals of Guest Model of HRM: Commitment, Integration, Flexibility and Adaptability, and Quality were adopted for the study. The regimes of inequality were used as a conceptual framework in relation to the hard model of HRM. A snowball sampling method was adopted to reach the participants. The data were collected through in-depth semi-structured interviews. Hermeneutic phenomenology and a thick description of analysis were adopted to produce a rich textual description of the fifteen respondents. Data were analysed by using a Heuristic method of analysis. The findings reveal that some of the participants have experienced fairness and transparency in the process of their performance appraisal, similar to the soft HRM. However, the findings also indicate that most of the participants perceive that the malpractice and manipulation of the process of performance appraisal result from the power of whiteness (white line managers). The findings further evidence that the white employees are given full support by their white line managers such as training, support, a good rating in their performance appraisal and promotion, thereby taking advantage of the soft model of HRM. Rhetorically, the process, system and practice of performance appraisal are a soft approach to white employees; in reality, it is a hard approach to the ethnic minority employees in UK organisations. It is important to expose the gap between rhetoric and reality of PA that experienced by EME so that the organisations in the UK can review their human resource functions and strategies effectively. As a result, all employees irrespective of their ethnic background need to feel fair in the process of the performance management life cycle. The result of this research supports the findings of Trust et al. (1997) and Gill (1999) that the initiatives of organisations initially seems to be soft when they are scrutinised, they are a hard approach to HRM. This research identified the need that addresses the lived experience of ethnic minority employees working in UK organisations concerning performance appraisal.

At an organisational level, stress management represents a central problem of the health systems. The study was performed by delivering a genuine 39 items questionaire to all public health authority employees, present at work throughout August 2006. The authority structure follows the norms and regulations for human resources management of the Public Health Ministry in Romania. The study goal was to identify the personnel stress factors: inappropriate communication, frequent law changes, low job security, lack of patient information regarding the healthcare delivery system, patient atitude, specific work overload. In order to avoid the raising of other suplementary stress factors within the working environment, the employees solutions consists of: correct duties allocation to avoid workplace overload or workplace monotony and personel underutilization, improve horizontal and vertical collaboration and communication at work, developing more objective staff evaluation chriteria, radical change in the process of deloping informal work relationships (relaxation techniques) within work teams. Keywords: study, stress, human resources management Content available only in Romanian.

Effective performance management is crucial to any sucess of an organization. Traditional performance evaluation generally focus on financial performance, process control, or individual performance seperately,which is not sufficient to generate the overall perception of the corporate performance. This disadvantage is far more obvious since the emergence of knowledge economy. Balanced scorecard is recognized by HARVARD BUSINESS REVIEW as the most powerful management tool in 75 years, which includes each performance variables as long term and short term, financial and non-financial, lagged and leading indicators. So a linkage between corporate strategy and performance evaluation system is developed, also makes performance evaluation system as the major mechanism of strategy success. Once performance management is realized by daily operations, corporate could henceforth more focuse on the strategy and reach the goal. So purpose of this thesis is how to introduce balanced scorecard to airlines. This thesis is case-study-oriented. Through the industrial study of international commercial aviation and target airlines operations analysis, this thesis develops the linkage between the corporate strategy and project strategy for possibility analysis of balanced scorecard applied to target airlines. Although the pilot test of target airlines’ balanced scorecard is still in process. Following effects are already realized at the initial stage. 1. Balanced scorecard as the platform of corporate strategy management and resource management. 2. Balanced scorecard as the tool of fine tune for operations magement processes. 3. Fine tune of operations performance of outsourcing service company. Balanced scorecard fits any corporate strategy. Not only operation management processes, but also the customer management processes and innovation processes could be applied to balanced scorecard.

Human resources management represents „investment” in the entity’s staff that guarantees „the health” and „the performance” of the act of leadership as a whole. Starting from this premise, we appreciated that the initiated approach may preface a rethinking of the decisional act, in the sense in which, the reflection on the role which human resources have in the design and implementation of objectives circumscribed to the entity, generates a „value” and equally constitutes the defining reference point in the elaboration of „strategies” on this subject. Often, the human resources management occupied a second plan, relying on inertia, intuition and less on the creation and consolidation of an organisational culture that would create a professional but also a pleasant framework. The considerations presented constituted the central point in the initiation of this approach and I have the conviction that a „reform of the decision act” with regards to recruitment, selection and professionalization of the personnel of an entity will be measured later in terms of profitability or maximum efficiency. This exposition was based on a multi-dimensional approach, in the sense in which it previously treated management’s theoretical and methodological foundations, precisely to create „scientific” premises of a vision on the management concept applied in the field of human resources. Keywords: management, human resources performance, process

To explore the intellectual structure of human resource management research in the last decade, this study identified the most important publications and the most influential scholars as well as the correlations among these scholar's publications. In this study, bibliometric and social network analysis techniques are used to investigate the intellectual pillars of the human resource management literature. By analyzing 68,056 citations of 1,904 articles published in SSCI Journals in human resource management area between 1997 and 2006, this study maps a knowledge network of human resource management studies. The results of the mapping can help identify the research direction of human resource management research and provide a valuable tool for researchers to access the literature in this area.

Since almost ten years, serious games have become more and more popular in large French companies, especially with human resource managers who use them to recruit, integrate, train, support, develop, communicate and sensitize. However, few research papers are dedicated to them in the academic literature in management science. The purpose of this paper is to build a typology of serious games based on their use in human resource management. To construct this typology, an inventory of all serious games used by CAC40 companies was made. 114 serious games have been listed for the 43 listed companies since December 2011. These games have been classified into three categories and 11 sub-categories based on their uses by destination. Each of these categories is further studied and characterized more accurately from examples. Gathering information will be done in four successive steps from four different types of sources which will link data and improve reliability. This is the first study to demonstrate that all CAC40 companies use serious games and seven of them have adopted at least five. This research is also the first to offer a detailed typology of serious games based on their use in human resource management. The discussion will show how this typology helps to operationalize the concept of serious games and better understand and choose their specific HR uses.

Performance measurement and evaluation systems are among the most common management instruments. An integral element of this process is the use of targets, typically set in appraisal interviews and formalized via written target agreements. In this paper, we investigate the relationship between performance management and evaluation systems and individual effort, proxied by the commonly used concept of work engagement. Using four waves of a new representative, linked employer-employee data set, the Linked Personnel Panel (LPP), we apply fixed effects estimations to account for unobserved heterogeneity. Our results show positive and statistically significant relationships between the presence of a performance management and evaluation process and employee engagement on the individual level. We are further able to differentiate between appraisal interviews and written target agreements which allows us to show a positive effect of appraisal interviews and an additional positive effect of target agreements. In addition, we find first evidence that these direct relationships are partially mediated by goal clarity and procedural fairness.

Education has been shown to be the foundation of social equity and economic progress, underpinning individual and community, self-sufficiency and sustainability. The correlation between teacher quality and student education outcomes has been well-evidenced in previous research. The purpose of this study was to explore the potential use of Human Resource Management (HRM) theory and practice to identify and select quality teachers for the range of individual and contextually different schools that exist within education systems. The variance between schools in their context, sector, socio economic status and needs, is considerable, consequently individual schools have quite specific local needs when recruiting and selecting teachers. The ability to draw on consistent evidence-based practices may result in not only rigorous recruitment and selection processes but also teacher retention. Effective recruitment, selection and retention of teachers has emerged, in recent studies, to be one of the most crucial school improvement strategies. In order to understand how HRM practices might improve recruitment and selection of teachers in independent schools it was necessary firstly to identify the HRM practices being used. To this end an online survey of school leaders was conducted this was followed by six one on one interviews to enrich the survey data. The results of the survey indicated that a variety of HRM processes were being utilised by school leaders at the functional level with little cognisance of the strategic possibilities nor an HRM evidence-based structure of practices. The interviews supported these findings and also revealed that there is a growing awareness in school leaders that the adoption of HRM informed practices may indeed be beneficial in recruitment and selection of teachers. These results provide a compelling reason for further research and indicate there is great potential for use of HRM expertise and practices by school leaders for recruitment and selection of teachers as part of a suite of HRM practices which may indeed lead to school improvement and eventually to improved social and economic outcomes.

The purpose of this thesis is to investigate the importance of human resources (HR) to organizations, the benefits of Human resource management system (HRMS) to organizations, and to help select a HRM system for an organization. Specifically, the objective of this study is to understand the strength and weakness of Human resource management (HRM) in North Viet Nam College of Agriculture and Rural Development (NVCARD) and then select a HRMS for this organization. The study not only provides an overview of HRM and describes its importance for organizations to gain their competitiveness, but also provides detailed criteria for selecting an HRM system. The study can help not only NVCARD but also any other organizations to choose a suitable HRMS.